Episode Transcript
WEBVTT
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What does it matter? What I
think? I know my stuff. I
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know the market right. You know
your market, but really it's really about
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the people are going to use it. You're listening to BB revenue acceleration,
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a podcast dedicated helping software executive stay
on the cutting edge of sales and marketing
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in their industry. Let's get into
the show. Hi, welcome to be
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to be a revenue acceleration. My
name is Niemier and I'm here today with
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Jamie Murphy from Saber Business Growth,
or CBG. Jamie, how are you
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today? I'm really good, excellent. I mean CBG towers in Cambridge,
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and looking forward to speaking to you. Well, that sounds absolutely fantastic.
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So today, Jimmie, we wanted
to invade you to discuss about a topic
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that we all have at heart,
which is European expansion. And I'll do
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you judge. How do you know
that, to complete, your company's ready
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to expand into the European territory.
But before we get into the details and
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and obviously pick your brain and discuss
you experience, can you please just share
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with us a little bit of backgrounds
for CBG, as well as yourself,
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where you come from, how you
decided to start CBG. My goodness,
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I appreciate that's a good idea.
As I often say, I've been in
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the cyber market place for so long. It's been called to other things.
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Yes, it's my it's it was
called network security, informations. It's been
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called lots of things, but this
is this is the industry that I love,
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and I absolutely mean that. I've
done it for over twenty years.
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I've worked right across mainly, you
know, different types of organizations and really,
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you know, coming from a sales
commercial backgrounds use the twenty years experience
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I've gained working with the lights of
MTT, into Grilss, so some big
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players in the integration space, right
the way through the start venders, using
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that as a backbone really to set
up cyber business growth, which is my
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baby. Very good, my baby's
two and a half years old. It's
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a beautiful baby. We are fundamentally
of people business right, I think,
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you know, just to summarize,
I think the skills gap gets mentioned all
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the time and I think there's a
preconception that it's just technical roles. In
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my opinion, absolutely it goes far
beyond that. With that sales marketing product
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marketing or services in general. So
and we're we're there to brush a gap
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and and he's that's what you're flying
dumb off services. So if we were
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to a just forwardiens and people had
mean, I'd be a well of CBG.
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Can you summarized the tape off services
that that's your gays offer? Of
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course, I think celebrations. At
the heart of what we do. We
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use is our knowledge experience within the
team of Consols I've got. So we've
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got a hybrid set of skills in
the organization, which is fantastic because that
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allows us to provide services to vendors, to partners, to actually help accelerate
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anything that they want to achieve.
So that could be around go to market
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strategy, that could be around marketing
analysis, that could be right the way
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through to actually executing on, you
know, Strategic Marketing Program so we've got,
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you, I would say, disciplines
that we provide in. We call
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that the channel services area. So
so I'd say in a nutshell, that's
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that's really what we do. So
pretty a pretty complete outfitting away and and
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yet be needed to a find a
bread model sort. So you found Offton.
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Well, you could have with the
equivalent of to us through resources,
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different rules that can be taken care
of, from marketing to resourcing of talent
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management up to the channel management of
to end use a direct sales relationship management.
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Is that correct? It's a very, very good assumption. I think
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that what we saw when we planned
and set the business up was the organizations
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actually, whether they are a partner
or a n actually, you know,
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the challenge was around managing an investmentization. You know, even if we work
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with thender's pretty funding right the way
through some of the largest security integrators in
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the world and you know, but
they're all looking to grow their business in
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some way, shape or form and
everyone needs to manage their investment of money
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sensibly and well. And I think
it's the ability to get access and to
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to move quickly, because cyber business
big, and basically the platform to be
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able to do that, either through
our own court team or through our associates
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that we've got within the we use
within the business. It's about accessibility,
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it's about experience really bridges the time
to market. Yeah, absolutely, acceleration.
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This is something that we know well
because that's how that's all more to
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as well as operatic sir about those
exploration but driving back to the going back
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to the topic that we wanted to
discuss then, and thank you very much
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for the story that you told us
about you know, you and the birth
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of CBG, as well as giving
us more information about what you guys do
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for your clients. One thing that's
really impressed me when we first engage,
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in one of the first chance to
meet with you and you're team, was
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that early stage service that serve is, that's your fer to, I would
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say early stage company, but not
just early stage company, because I believe
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this could be around Borroun C type
of Investment Company, but at service,
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which is around assessing the European market
and and most importantly, assessing if you
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are ready to enter the European market. That's kind of a market test of
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assessing what's there, what's available,
there are quickly you can get your market
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and try, but at that's the
service that is really when we first engage,
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really intrigued me. So can you
tell us a little bit more about
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how you go about that and what
is the value to bring to a vendor,
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because they could make a choice to
do it themselves, but what are
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you guys bringing them? Of extra
value to these vendors. I appreciate the
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observation there. It was actually a
gap that I'd observed really over the last
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few years in the market where,
you know, back in the day,
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back in the day makes me sound
really old, but and I am,
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but when we will pressure, when
we were looking at new technology coming into
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the market, it was much easier
to identify, both for a supplier and
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for a consumer, you know,
mainly because security was fixed around things around
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like DM's eds, intranets, extra
neets, and you could products were built
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around very fixed environments. That's changed
and you know, and I think the
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key to the service, which is
what we call CBG pulse, is really
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that, because there is no magic
wand to finding the clients or finding the
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vendor, whether you're coming from the
client side, the partner side or the
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vendor to the market and you I
thought, there's a real opportunity to connect
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the business together. I also think
that, you know, evolved on the
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service because the go to market.
It needs to be challenged because if you
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look at the model in the mid
s around taking vendor's new technology to market,
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we using the three tier channel,
using distribution, reseller and selling to
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inclinent through the vendor. That kind
of worked, but there are just too
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many assumptions to be made because there's
too much volume coming through. So how
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can you cut through, both from
a client perspective and from a vendor perspective,
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to understand what's your market? What
do you there's some real value to
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be had about connecting and getting some
real evaluation of what the consumers of technology
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actually believe, what your product does
or or how it can integrate into their
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existing environment, which is, you
know, some of the key things that
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I find have been missed out.
So it's for me, CBG pulse is
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like quality control. You know,
it allows quality control for the vendor looking
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to spend money into into a region. Is that not alone? Is there
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a market? Is there a challenge? Is the thing that I'm thinking that's
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working over another regions? Does that
actually exist? And and I think you
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know, we make loads of talented
people running, running the vendors and the
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international business, but it's so difficult
for one person. It's one person's opinion.
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Absolutely. So we built CBG pulse
using our connections into the market and
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I often flippantly say, what does
it matter? What I think, I
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know my stuff. I know the
market rate, you know your market but
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really it's really about the people are
going to use it. So what we
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do for an organization is we actually
go and put a vendor through. It
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could be a partner service as well, by the way, but in this
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instance it could be a vendor and
they believe their addressable market is x.
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We then go and take their proposition
through our consulting process where they get to
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engage with a number of organizations to
effectively pitch the products, test the products
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evaluate really whether the presentation and the
quality of the products is there for the
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mark you are they's in a real
change. So and that the fundamentals of
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what we built. It's all about
getting that feedback and providing a vendor or
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a partner with a consulting engagement,
quality piece of work which gives a snapshot
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and a process of a number of
organizations who are looking for innovation, that
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no customers are looking to the things
that are going to help them solve some
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of the challenges, and we give
the vendors access to those people. Okay,
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I agree with you. I think
we all entitled to own opinion and
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we all have feelings about what's working
was not working. But if we are
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not the actual end user, who
are not the Reseller, that will be
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on commission on need to sell the
products. What do we know? So
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I think I think it's approaches.
A is very interesting because he's done to
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earth and it's not about you gay
spending a lot of time in front of
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your computer, in front of a
way bold speaking, you know, amongst
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your stairs. Yourself is actually going
out speaking with individual presenting, which which
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I think is a wonderful approachect and
definitely a great idea. We found that
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that resonates and I think it's all
about ensuring that you know that it can
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be misleading, that it can be
perceived maybe from available it's a sales so
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it's not. It's a market analysis
also, and that's you know, I
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think that the clients also seen value
it as well. I fully appreciate that
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in some of your expend somebody.
I'm kind of moving on to the next
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step now because you've done a great
job in describing what what pers is,
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which is a initial under something of
the market. Is The market ready for
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you? Is there buyrls that will
want to use your solution? But what's
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that very dated let's say you you
ticked at books. The next step is
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ready to start getting established in the
market. So from your experience our long
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does that take for new vendor to
establish themselves in a new market like the
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European markets? You know that.
I mean that is any incredibly challenging question
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because I think it's all based on
what their perception of being established actually is
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and what the goals and I ends
are that organization. I think is good
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because I think you you need to
understand what those metrics and measurements are to
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gage whether you've been successful or not, and I think it's about understanding what
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the goals are of your organization.
If you look at some of the vendors,
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I think this often gets missed is
that if you look and you have
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two people talking about expansion and quick
acceleration of growth, people like parallel out
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for example, but I mean it's
incredible the journey they've been on in the
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last few years. But I actually
remember being at the point when they did
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originally come into the market and it
took them a number of years to work
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out yet proposition, the pace,
how they get their how they're going to
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be. They didn't start at the
point of taking over or start to dominate
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and take over the other players firewall
market share. It actually took, you
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know, one to two years to
understand where they fit fitted into the marketplace
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and I think that often can get
lost and I think that no, patience
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is a virtue and it should be
observed in this instance. I think I
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have seen venders come through the market
and ride waves and we saw that a
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thing to some extent with with endpoint
and market share is being created by next
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generation endpoint and there are a number
of later entries into the market who probably
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got market share off the back of
other hard work. Really, absolutely okay.
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That's happened from time to time.
But I would say is about being
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patient. It's about, you know, work in the market properly. Yeah,
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none, and I agree with you
on the point them in again.
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We we all sort part of the
the beginning off blow old netox in Europe
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up when there are team of three
or four people. I can't really remember
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and completely agree with you. I
think the first the first year, it
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was really a question of everybody was
putting their sleeves up. From the VPAMA.
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That would put a recruitment at an
or a Seras at Hon and those
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guys were like Swiss army knife,
trying to do lots of things but really
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getting under the skin of the market, and then they went exponential when they
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started to really get the rovern you
flowing. Most recently we've seen companies doing
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it the other way around, so
really investing in the turn and a ton
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of sells. People are ton of
marketing, people are channel and and putting
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all the investment out without any of
them. You're coming in and I think,
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I guess it's a choice, but
what I've seen most successfully is the
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people. I we've been basing,
people have stuck to see the ven you
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coming, and also people who are
not on the pressure to recruit a large
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cells team. I think if you've
got a pressure, it's ridiculous pressure right
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right with you. And you know, when I left in Tet after nine
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and a half years great, I
had a great time and I part of
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the market research was finding out what
was going on and you know, and
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what I found was when I was
talking to the organizations, you may be
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looking to the Pasit type roles.
That role was, you know, Ulstaately,
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a real hybread of skills and it's
an incredibly difficult to actually you you
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know, maybe what the organize want, once they understand the market, what
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it is they're going to sell into
the market, how they're going to go
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about executing it. And I think
that first twelve months in particular, you
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actually need a hybrid as skills.
You need to be running channel in parallel
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with channel in parallel with then use
our stimulation, market stimulation. Yeah,
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you can meet in the middle and
if you're an organization is starting out,
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you don't have the budget necessarily.
Some do, some have gone for it,
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as you've said, but number of
organization don't have that luxury. So
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we found a real niche in the
market to, I guess, provide a
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service for some of the people that
we're working with, provide a blended service
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so they can turn it up and
turn it down dependent on do you need,
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you know, the blend of marketing, sales, some product management and
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some presales. Well, you don't
need to have those five heads all at
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one time. You can take a
little bit of those and usually the metric
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implies that we use is that for
the cost of bringing in Fte, we
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could potentially bring in a hybrid service
for that and then hope build our build
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success over time and then look to
bring in full time investment when the time
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is right. It's a subtle art
off waiting investment us you free time.
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Basically. I guess that's that's that's
the point of the conversation we having and
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to your point, it does depends
on the organization. Probably does depend on
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the investors as well and the willness
of the investors to invest very quickly.
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One of my next question was to
speak about the mistakes to avoid as a
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newcomer and I think we already spoke
about one and and just if I was
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to rephrase it to him in the
kind of think issue we discusses is seeing
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people coming in. Having a requirement
to recruit very early on ten, fifteen,
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twenty and thirty sells people and what
we see is that when you've got
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a requirement of recruiting such a large
team, you end up recruiting people that
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you may not have recruited if you
are not under pressure to get people in.
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And we know that, particularly when
you get into on top price cells
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and when you get too long and
complex cell cycles, we can cost you
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lots of money to make the wrong
choices and recruiting the wrong or not the
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right type of cells individual. But
with that, with that mistake, a
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part of maybe scaling things too quickly. Is there any user mistakes that you've
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seen from newcomers and that you would
like to take us through or experience of
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of things that you've not seen walking
very well in the past? I guess
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you know, it's easy to be
great towsner and absolutely I'm you know,
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as many mistakes as anyway as anyone
else. And I thing I say you
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learned listener, because you know,
you look, you say you know.
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For example, I think one of
the and I kind of alluded to it
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there and it's a little bit related
to the point, but you know,
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looking for the roller deck salesperson.
My goodness, you know, I've had
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the pleasure and privilege of working with
some incredibly well connected salespeople, you know,
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who are really good friends of my
own, but and then the most
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connected people in there. But I
think it's a you know, sales is,
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of course based on trust, but
it's incredibly difficult if you're coming in
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and you are the person down on
the ground number one and because you are
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roller deck salesperson, you're expected to
get things done. Now. There will
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be instances where that is possible.
Of course, if you've got the thing
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that unlocked the door, you've rode
the way, then you've got away in.
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That's fine. But you know,
that's if you look at the volume
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of vendors that are out there.
That's why we see such a transient recruitment
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market place, particularly in sales,
because it's a it is an incredibly transient
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market because it's really difficult to be
ultimately, ultimately successful. Yeah, and
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and I would say the biggest kind
of high level thing is making assumptions.
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I have, I seen that lot. We've all done it at some point,
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where we assume something, we assume
what the market wants, we assume
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what in particularly the Channel One,
I think, and the way that I
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do business, and I'm not,
definitely not perfect, but we'll tree everybody
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like a client and everyone gets the
a list, the VIP treatment, as
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they should do, you know,
and treat others. I remember that.
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Yeah, I'll ray you get the
a plus. I do, I do,
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I do. I was just teasing
you. That's okay, you load
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to do. But we on the
channel side of things. I think the
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channel gets overlooked if I'm being a
called that out, I think, and
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that I can often see that if
you're coming into the European market where it's
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a different setup, there's a different
model out their channel, if we take
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the time to understand where their issues
are with that's agility, whether that's improving
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eibit are, whether that's solving real
business challenges, I think that gets massively
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overlooked and we go in there,
we show the shiny thing, we hope
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everything's going to go well. That
doesn't work because there's fifty other people trying
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to do the same thing. Yeah, and it's the chicken and the egg.
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You know, we I think we
had the conversation already together, but
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it's quite often that we get into
conversation in North America, or it was
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Australia startups, and when they look
get coming into the European market, they
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always ask usins wall, should they
good channel or should it just get the
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Firstman on the ground? And what
we are always always suggest is do both.
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Okay, you both, but do
it, know, in a very
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controlled manner and, as you mentioned
in in your answer to your previous question,
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just make sure that you have makes
an assolution that you can measure on
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the quarterly basis and then once you
do well, you can carry on an
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invest or if you don't, or
just retract and tree something different. But
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I think they are both very important. I mean actually, we probably probably
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could spend another certain manages to speak
about that topic in particular. So let's
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not get US started. But I
mean first parts are right. Absolutely we
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are. We're getting excited now,
but it is topics. Are really what
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does podcast are for? You know, it's about we want to invade people
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who are passionate. We want to
invade people were real insight to share with
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us. So it's extremely likely that
we are we invade you back in the
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in the coming weeks to talk about
that was a topic. But, Jamie,
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for now and for today, if
people, if some of our listeners
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wants to get in touch with you, what is the best way to connect
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with either CBG? Always, Jamie
Murphy, sure, I mean there's there's
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a number of methods to do that, and I mean a lot of the
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materials and information we've got the clearly
on side a business, Chrisycom, which
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you should definitely look at with with
updated and got some of the productization out
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00:22:34.890 --> 00:22:40.009
there. So you can see clearly
what we're doing. Definitely follow us on
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my favorite platform, linkedin. Yeah, bless it, because, you know,
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00:22:45.680 --> 00:22:52.799
don't follow us because we try to
provide non sales content opinion. So
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definitely follow cyber business goes on there, for sure, and ultimately contact us
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through their contact with me, you
know, directly through through that mechanism,
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and I love to talk to anybody. You know, defuntel. I'm very,
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very passionate about this, this industry. What that's wonderful, Jimmy.
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I mean you've been a fantastic conversation. Let's of insight from from your side.
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So I really appreciate your time today
and again, thank you very much.
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It's been a pleasure talking to you
as always, and I hope to
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see very soon. Thank you.
operatics has redefined the meaning of revenue generation
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00:23:27.730 --> 00:23:33.849
for technology companies worldwide. While the
traditional concepts of building and managing inside sales
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00:23:33.890 --> 00:23:38.569
teams inhouse has existed for many years, companies are struggling with a lack of
299
00:23:38.730 --> 00:23:45.400
focus, agility and scale required in
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00:23:45.440 --> 00:23:52.920
sales. See How operatics can help
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You've been listening to be tob revenue
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